Earlier this year, I broke the fifth metatarsal of my right foot. It was just a crack, and it mended itself nicely. I've already stowed in the back of a closet what I've come to call my "first cane," and soon I'll resume running.
But I learned some things from this experience — things that apply to more of life than just breaking a bone in your foot. Here are four insights that might help people who lead teams or manage projects.
- When you sense trouble, pay attention
- For a week before my foot finally gave out, it hurt. I ignored it. I should have seen a doctor. I didn't, and the bone finally cracked.
- It's a lot easier to stay out of trouble than to get out of trouble. When you notice signs of trouble in a project or in a team, find out what's going on. Don't let trouble simmer. It will only come to a boil. See "Some Things I've Learned Along the Way," Point Lookout for October 19, 2005.
- Ask for help
- I needed help for the little tasks in life that I normally do for myself. Some help came from friends and acquaintances; some came from paid services. But very little came without my seeking it or accepting that I needed it.
- It's OK to ask for help. It's OK to take your time, if you need to, when people around you are in a hurry. If you need something to get the job done, ask for it. See "Help for Asking for Help," Point Lookout for December 10, 2003, for more about asking for help.
- Some people might decline your request for help
- It's OK to
ask for help.
It's OK to
take your time.
- Some of the people I asked for help didn't provide it.
- Remember that when you ask for help, you're only asking, and the people you ask can decline, or offer something different from what you asked for. Prepare yourself for answers other than "yes." You might get a counter offer that could work, or you might get a flat "no." If that happens, you have to deal with that, too.
- Some help isn't help
- Some people, trying to help, actually make things more difficult. For instance, they hold open doors that stay open by themselves, and in doing so, they narrow the passageway.
- Know how to handle help that isn't really help. It might be necessary to explain why adding staff doesn't make the project go faster, or why some people are just the wrong people for the work to be done. Be clear.
Most important, remember that some help is difficult to repay. Real help requires that you know of a need, that the person in need agrees about the need, that you have permission to help, and that you be able to help. Those four factors must all be present, and if they aren't, you might not be able to return the favor. If you can return a favor, fine. But don't wait too long for the chance — "return" it to somebody else. Top Next Issue
For a fascinating exploration of returning help to somebody else, read Pay It Forward, by Catherine Ryan Hyde (Simon and Schuster, 2000) (Order from Amazon.com). Or see the film, with Kevin Spacey, Helen Hunt, and Haley Joel Osment, and directed by Mimi Leder (Order from Amazon.com).
Love the work but not the job? Bad boss, long commute, troubling ethical questions, hateful colleague? This ebook looks at what we can do to get more out of life at work. It helps you get moving again! Read Go For It! Sometimes It's Easier If You Run, filled with tips and techniques for putting zing into your work life. Order Now!
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More articles on Personal, Team, and Organizational Effectiveness:
- Enjoy Every Part of the Clam
- Age discrimination runs deep, well beyond the hiring decision. When we value each other on the basis
of age, we can deprive ourselves and our companies of the treasures we all have to offer.
- Team Thrills
- Occasionally we have the experience of belonging to a great team. Thrilling as it is, the experience
is rare. How can we make it happen more often?
- When It's Just Not Your Job
- Has your job become frustrating because the organization has lost its way? Is circumventing the craziness
making you crazy too? How can you recover your perspective despite the situation?
- Ethical Debate at Work: II
- Outcomes of debates at work sometimes favor one party, not only at the expense of the other or others,
but also at the expense of the organization. Here's Part II of a set of guidelines for steering debates
toward wise outcomes.
- Heart with Mind
- We say people have "heart" when they continue to pursue a goal despite obstacles that would
discourage almost everyone. We say that people are stubborn when they continue to pursue a goal that
we regard as unachievable. What are our choices when achieving the goal is difficult?
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenpjmLxyiMCEUGksZrner@ChacsjYIQcebHJRtOzunoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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Past issues of Point Lookout are available in six ebooks:
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- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.